city of rohnert park strategic plan...

Strategic Plan 2019-2021 City of Rohnert Park

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Updated February 12, 2019

City of Rohnert Park

Strategic Plan 2019-2021

Strategic Plan 2019-2021 Table of Contents Management Partners

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Table of Contents Background ................................................................................................................................................ 1

Strategic Planning Process Overview ............................................................................................ 1

City of Rohnert Park Strategic Plan ....................................................................................................... 4

OUR VISION ..................................................................................................................................... 4

OUR MISSION .................................................................................................................................. 5

OUR VALUES ................................................................................................................................... 5 Value: Integrity .......................................................................................................................... 6 Value: Fiscal Responsibility ....................................................................................................... 6 Value: Communication .............................................................................................................. 6 Value: Innovation and Creativity .............................................................................................. 7 Value: Collaboration .................................................................................................................. 7

GOALS AND STRATEGIES ........................................................................................................... 7 GOAL A: Practice participative leadership at all levels. ........................................................... 8 GOAL B: Achieve and maintain financial stability. .................................................................. 8 GOAL C: Ensure the effective delivery of public services. ........................................................ 8 GOAL D: Continue to develop a vibrant community. .............................................................. 8

OUR ACCOMPLISHMENTS ......................................................................................................... 9

Our Best Practices ......................................................................... Error! Bookmark not defined. GOAL A: Practice participative leadership at all levels. ......... Error! Bookmark not defined. GOAL B: Achieve and maintain financial stability. ................ Error! Bookmark not defined. GOAL C: Ensure the effective delivery of public services. ...... Error! Bookmark not defined. GOAL D: Continue to develop a vibrant community. ............ Error! Bookmark not defined.

Communication and Accountability for the Strategic Plan ............................................................ 20

Bike Rack .................................................................................................................................................. 21

Bike Rack ......................................................................................................................................... 21

Attachment A – Graphic Representation of Goals and Strategies ................................................ 22

Attachment B – Glossary of Terms ...................................................................................................... 23

Strategic Plan 2019-2021 Background City of Rohnert Park

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Background In May 2011 the City of Rohnert Park retained Management Partners to facilitate a process to develop a strategic plan. The City envisioned a strategic plan that would provide a framework to link together the economic development plan, capital improvement program, budget process, policy issues, organizational efficiencies and the General Plan. A Strategic Planning Steering Committee was formed early in the process to provide guidance and input to the process. The steering committee was comprised of 20 supervisors and managers, including members of the City’s executive team.

Strategic Planning Process Overview The strategic planning process began with an analysis of strengths, limitations, opportunities and threats (SLOT) identified through a series of interviews, focus groups with staff and community representatives, and a survey of City commissioners. Management Partners interviewed the Mayor, members of the City Council and the City Manager to confirm the strategic planning process and hear initial ideas.

Over fifty staff representatives were randomly selected to confidentially inform the process. Staff were asked to identify the strengths, limitations, opportunities and threats of Rohnert Park and to brainstorm words and phrases that define the mission of the City of Rohnert Park and their vision for the future of the community. Staff were also asked to identify values they believe are important to being an effective organization. The staff focus groups were comprised of representatives from all levels of the organization, from line staff to management, and all city departments.

A focus group of community stakeholders was also held and included representatives from the business community, local schools, the health system, adult and youth development community providers, the Federated Indians of Greater Rancheria, and Rebuilding Together Rohnert Park. As with the staff groups, participants were asked for their perspectives on the strengths, limitations, opportunities and threats of Rohnert Park.

Finally, an online survey was administered to solicit input from members of the City’s eight commissions. Representation from each body was reflected in the final analysis.


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Management Partners provided guidance to staff who prepared an environmental scan of current and future factors influencing the City. The combination of broad-based qualitative input and quantitative trend data laid the foundation for two highly interactive workshops with staff and the City Council during which a vision, mission, values and goals and strategies were developed and confirmed. A graphic recorder captured the results of the Council workshop conducted on November 5, 2011 in a visual, “storyboard” format.

A graphic representation of the strategic planning process is presented on the following page.

Annually, the City has updated the original Strategic Plan to reflect changing circumstances and priorities.


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The City of Rohnert Park Strategic Plan sets a clear vision for the organization and establishes goals and strategies to move in that desired future direction. In addition, the plan articulates the organization’s values and the behaviors that support them. These elements are graphically presented in the strategic plan. The visual recording of the plan’s goals and strategies are displayed in Attachment A.

Strategic Plan 2019-2021 City of Rohnert Park Strategic Plan City of Rohnert Park

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City of Rohnert Park Strategic Plan The City of Rohnert Park is committed to achieving a shared vision for the organization and its community. The vision, mission and values below are the result of a thoughtful and inclusive process designed to set the City on a course that meets the challenges of today and tomorrow. A glossary of terms is provided in Attachment B.

OUR VISION Rohnert Park is a thriving, family-friendly community that is a safe, enjoyable place

to live work and play.

The City’s vision sets the focus for the future. It is a statement of where the organization is going.


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OUR MISSION We care for our residents by working together to build a better community for today

and tomorrow.

The City’s mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do.

OUR VALUES

Each of these organizational values has associated behaviors that can be demonstrated throughout the organization.


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Value: Integrity • Adheres to ethical standards in the conduct of the organization’s business and

is committed to a life of excellence. • Fulfills commitments and keeps promises that are made • Establishes rules which are fair and ethical. • All people, within and outside the organization, are treated fairly and with

respect. • Does the right thing even when no one is looking. • Creates and sustains an atmosphere that fosters a culture of openness,

inclusion, compassion and trust.

Value: Fiscal Responsibility • Is transparent in disclosing financial transactions and their implications. • Utilizes multi-year forecasts to quantify future financial impacts of decisions. • Exercises fiscal discipline to live within means and ensure future financial

sustainability. • Makes fact-based financial decisions consistent with organizational values • Develops and implements strategies to address unfunded liabilities, including

future retirement and retiree health care costs and preservation of capital assets.

• Follows best practices for budget and financial management, including but not limited to tracking of revenues and expenses and appropriate internal controls for cash, purchasing, and inventory.

• Utilizes all resources efficiently and effectively. • Maximizes opportunities to increase productivity and achieve high quality

results. • Follows best safety practices for public and staff to protect financial

sustainability.

Value: Communication • Engages in open, honest, clear, and respectful communication with the public

and within the City organization. • Actively seeks citizen participation; strives to keep the public informed and

educated about community issues. • Listens to other perspectives with an open mind and a sincere desire to

understand. • Uses a variety of communication methods with the public (newsletters,

meetings, social media, press releases, web site, etc.) and within the organization (face to face, e-mail, etc.) as appropriate for the information being communicated.


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Value: Innovation and Creativity • Applies a positive attitude to solving problems creatively and is open to new

ideas. • Creates new ways of moving the organization forward to achieve its mission • Fosters innovative thinking and solutions; creates a “safe place” for discussion

of new ideas. • Effectively utilizes emerging technology. • Takes calculated risks and treats mistakes as learning and growth

opportunities.

Value: Collaboration • Takes the initiative to ensure that objectives are met and volunteers to help

others for the good of the organization and community. • Engages team members to work collaboratively towards a common vision. • Recognizes, values, and leverages each person’s strengths. • Seeks “win-win” strategies; is willing to compromise if necessary. • Looks to create synergy with other individuals, across departments, and with

outside organizations. • Assumes the best of other people; sets the example; mentors others to be

successful. • Promote staff development, embracing the importance of quality staff to

achieve excellence and: o Acknowledging that staff has the primary responsibility for their

professional growth. o Supporting the professional development of staff through training,

coaching, challenging assignments, mentoring, etc.

GOALS AND STRATEGIES The initial Strategic Plan process included four goals as a result of interviews, focus groups, surveys and the staff workshop, each of which has several strategies. The City Council reviewed, revised and confirmed the four goals, which are graphically presented in Attachment A.

• Goals are multi-year in nature. The timeframe for achieving goals is typically five to ten years. The Rohnert Park City Council indicated that goals with a timeframe of three to five years may be more appropriate in today’s dynamic environment.


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• Strategies are the means to achieve the goals. The timeframe for implementing strategies can span several years as specific programs and projects are undertaken.

GOAL A: Practice participative leadership at all levels.

Strategies • Communicate with the community and team members in identifying

priorities and possibilities. • Implement organization development practices.

GOAL B: Achieve and maintain financial stability.

Strategies

• Implement the economic development program. • Establish financial policies, procedures and systems that represent best

practices. • Identify new and innovative ways to increase revenues.

GOAL C: Ensure the effective delivery of public services.

Strategies

• Deliver high quality, cost effective services. • Integrate technology into operations.

GOAL D: Continue to develop a vibrant community.

Strategies

• Support implementation of major planned developments. • Improve transportation, infrastructure, and neighborhoods. • Facilitate development of a downtown. • Provide Community Services programs that support the community. • Implement mandated programs.


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OUR ACCOMPLISHMENTS

2012 • Rohnert Park 50th Anniversary Celebration • Green Music Center opened • Golf Course Drive Undercrossing opened • US 101 High Occupancy Vehicle Lanes opened • Paved East Cotati Avenue and Arlen Drive • Bike path reconstruction and pedestrian safety improvement project • Water pipe replacement project • Sewer pipe lining project • Rancho Verde/Rohnert Park Expressway traffic signal installed • Co-created Local Leaders Academy of Sonoma County • Distracted Driving Campaign • Casino Joint Powers Agreements for Sewer and Wilfred Widening Project • Bicycle Safety Rodeo • Arts and Music Festival

2013 • Voters passed Measure A – a local sales tax extension • Mitigated impacts of casino opening • Widened Wilfred Avenue/Golf Course Drive West • Repaved Redwood, Labath, Business Park, Rohnert Park Expressway • Coordinated traffic signals Rohnert Park Expressway and Golf Course Drive • Improved entrances to city • Completed Public Safety Main Station roof replacement and exterior

recoating project • Installed and adopted policy for use of freeway message center • Established Gold Ridge Recreation Center • Grant Funding received:

o Law Enforcement Compliance o Develop Sexual Assault Training o Problem premise alcohol checks, special event alcohol compliance,

prevention/education for alcohol establishments o Motorcycle Traffic Officer salary and equipment o DUI Checkpoint and saturation patrol

• Implemented golf course performance measures • Implemented Public Safety On Line Reporting for Citizens (CCR) • Installed way finding signs throughout the City • Created National Night Out event and Senior Center Crafts Faire


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• Implemented paperless agenda packets • Started performance measurement in all departments • Sewer Capital Project Program - 1st Phase of 2 year Adrian Drive sewer

replacement • Sports Center - new cardio equipment • Implemented online building permits and new permit software.

2014 1. Established strong presence of City Management in the community by attending

Community Events and meeting with community organizations regularly (Farmers Market, Rotary, Chamber of Commerce, C-Corp, Retiree Association, etc.)

2. Council approved economic development framework 3. Initiated website improvements to help businesses make location decisions and to

attract visitors 4. Developed robust, long-term fiscal recovery model (10-year Financial Forecast)

outlining projected revenues and expenses 5. Adopted first balanced budget in recent history 6. Prepared 'all in' budget showing both current revenues and expenses, and annual

share of unfunded liabilities 7. State and IRS approved Foundation non-profit status 8. Resolved M-section parking issue by implementing permit parking fee structure 9. Approved 96% of permits within timeframes 10. "Young Frankenstein" won 6 Bay Area Theater Critics Awards 11. Lowest crime rate in ten years 12. Expanded capacity to view Council meetings on mobile devices and the web 13. Approved or modified four specific plans to allow for construction of over 2,000

homes and 100 acres of commercial, industrial and mixed land uses 14. Facilitated opening of preschool at Gold Ridge site 15. Hosted various community-based events (8th Annual Bucket Brigade, Animal

Shelter Mutt Strut, Drought Drive-up and Town Hall meeting, Farmers Market, National Night Out, Health & Safety Faire, Founders Day Event, Holiday Arts & Crafts Faire, Community Tree Planting Event, Sr. Center St. Patrick's Day, Summer BBQ, and Thanksgiving Feast events, Torch Run/Tip-a-Cop Event, Easter Egg Hunt)

16. Executed over $13 million in capital improvement projects including new eastside sewer and water mains, upgrades to various community facilities and a complete rehabilitation of the Southern Fire Station.

17. Approved planning entitlements and issued building permits for the construction of 328 new apartment units (Fiori Estates and The Reserve) and new businesses, including the first Amy’s Kitchen restaurant and many significant building


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remodels (e.g. Raley’s Shopping Centers, Safeway Shopping Center facades, Fundemonium, Walmart Neighborhood Store, etc.)

18. Adopted Emergency Water Conservation Ordinance and maintained the lowest per capita water use in the region.

19. Received state approval to use former redevelopment funds to improve numerous City facilities and address deferred maintenance at the Sports Center, Senior Center, and Community Center.

2015 Goal A: Practice participative leadership at all levels.

• Increased communication with residents by hosting two Town Hall Meetings, sponsoring and/or having a strong staff presence at community events, increasing outreach to community organizations, adding closed captioning at City Council meetings, and initiating a monthly column from the City Manager in the Community Voice.

• Implemented Investing In Me training series with management participation. • Continued City Council collaborative spirit. • Conducted joint meetings with Planning Commission and Park and Recreation

Commission.

Goal B: Achieve and maintain financial stability. • Established replacement funds for infrastructure and technology. • Balanced budget for 2nd consecutive year. • REMIF implemented self-insured medical plan reducing City, employees’, and

retirees’ medical premium costs. • Adjusted water rates to cover the cost of service. • Reduced retiree medical liability, paid off debt, and established retirement trust

fund. • Joined Sonoma Clean Power and reduced energy costs by 7%. • Replaced street, park, and building lights with LEDs. • Saved general fund money by taking over recycled water system from Santa Rosa. • Added new businesses (Amy’s, Rebounders, Morton & Bassett).

Goal C: Ensure the effective delivery of public services. • Increased health and human services by securing funding for Rohnert Park Health

Center, establishing the Earned Income Tax Credit program at the Senior Center, and establishing the Pasitos pre-school program at the Boys and Girls Club.

• Ranked in Top 50 of Safe College Towns. • Ranked in Top 8% in fire safety. • Record attendance at Mary Poppins performance. • Added staffing to support operations and services.


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• Recognized by North Coast Builders Exchange for business friendliness. • Started Snyder Lane widening project. • Saved 19% potable water citywide. • Completed Information Technology security and staffing assessment.

Goal D: Continue to develop a vibrant community. • Improved City facilities including B Pool renovations, tennis court upgrades,

Sunrise Park soccer field, Senior Center flooring, HVAC at Senior Center and Performing Arts Center, Sports Center Locker Room project and basketball courts, and Eagle Park tot lot.

• Annexed Northwest Specific Plan area. • Hosted various community events (Pumpkin Splash, Coffee with a Cop, Founders

Day, National Night Out, and Year-round Farmers Market). • Secured new Senior Center Van. • Repaved Rohnert Park Expressway. • Started construction on Oxford Hotel & Suites. • Presented to community a version of Priority Development Area. • Ushered in sewer, water and road infrastructure for major eastside residential

development.

2016 Goal A: Practice participative leadership at all levels.

• Increased already-strong community outreach practices including community newsletters, new website, increased social media use, two town hall meetings, adding closed captioning to City Council meetings, and conducting a community survey which received over 1000 responses

• Obtained staff input to update the Strategic Plan • Partnered with the County for employee development training

Goal B: Achieve and maintain financial stability. • Installed LED lighting • Balanced City’s budget for third consecutive year • Established and contributed to a retirement trust to address unfunded liabilities • Completed City branding projected and incorporated results into new website and

business attraction materials. Attracted new businesses including Sportsman’s Warehouse, Orangetheory, and Mathanasium.

• Adopted a new purchasing policy

Goal C: Ensure the effective delivery of public services. • Utilized new recruiting methods to hire staff to address City needs, including

processing 115 applicants to place 8 future Officers in Police Academy in January, 2017


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• Improved City facilities, including re-roof of Community Center, Sports Center locker rooms, Benecia pool and restrooms, Public Safety HVAC system, irrigation system at Ladybug Park, SCADA system, Animal Shelter, installing water meters in parks, and adding fitness trail at Dorotea Park

• Improved quality of life and safety by reducing crime by 25%, reducing party calls, strong code enforcement, adding defibrillators in City facilities, implementing the Community-Oriented Problem Solving (COPS) unit

• Began using body cameras for police officers • Improved use of building software for permitting and inspections • Provided first-rate live family entertainment at the Performing Arts Center, which

received numerous awards for outstanding performances

Goal D: Continue to develop a vibrant community. • Completed Snyder Lane project, paved Rohnert Park Expressway, completed multi-

use path adjacent to SMART, and made numerous other road and infrastructure improvements.

• Adopted plan for future downtown. • Approved Southeast Specific Plan and supported business attraction and other

development on City’s southern edge. • Expanded summer camps; increased registrations 27% and revenue 20%. • First new residents and major subdivision in 20 years • Established Myles Ahead agreement to offer Olympic weight lifting, generating

increased memberships that helped the Sports Center to become financially self-sufficient.

2017 (bolded items are those identified by staff as particularly noteworthy) Goal A: Practice participative leadership at all levels.

• Expanded Public Safety recruitment methods and hired many quality staff throughout the City with smooth transitions to their new positions

• Conducted 6 Public Safety community and business meetings, and Civilian Academy

• Negotiated 4 year labor agreements • Reformed part-time compensation and recruitment • Improved inter-departmental communications • Implemented Leadership Challenge and Sonoma County Training programs • Implemented joint labor management committee with SEIU • Provided policy leadership that was instrumental to the successful and timely

establishment of the Santa Rosa Plain Groundwater Sustainability Agency.

Goal B: Achieve and maintain financial stability. • Substantially reduced unfunded liabilities • Improved analysis of meter reads to increase revenue


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• Instituted a subscription series at the PAC • Refinanced sewer debt, generating $2.5 million in savings. • Obtained grant for traffic signals at RPX • Implemented new water rates • Expanded businesses including Bear Republic and Oxford Suites

Goal C: Ensure the effective delivery of public services. • Won achievement award from contractors for business friendliness • Protected Rohnert Park and supported others in the County with strong response

to firestorm • Implemented system so residents can make payments after hours via telephone • Mitigated flood risk by maintaining creeks. • Improved fire alarm systems in the community and reduced calls for service • Improved and demonstrated regulatory compliance by implementing the first year

storm water permit, completing two OSHA audits successfully, meeting ADA planning requirements, updating hazard mitigation plan, and enhancing groundwater sustainability

• Created new recreation programs including summer teen camp, Camp 101, preschool Storybook Camp, Sunday Fun Series, and Junior Giants, and initiated aquatics newsletter.

Goal D: Continue to develop a vibrant community. • Implemented Quiet Zone • Reconstructed much of the northern section of Snyder Lane • Supported housing construction in the new K section and W sections • Adopted new regulations (marijuana and short-term rentals) • Improved landscaping through projects such as tree replacement on Country Club

Drive and improvements at City entrances • Continued street pavement maintenance with projects on Redwood Drive,

Commerce Boulevard, Bodway Parkway and in A, C, G and H sections. • Improved facilities including restrooms at C and A Parks, playground at Dorotea,

new floor and equipment at Sports Center, electronic billboard and new roof at PAC, etc.

• Expanded sites using recycled water

2018 (bolded items are those identified by staff as particularly noteworthy) Goal A: Practice participative leadership at all levels.

• Obtained community input to update the General Plan • Expanded Leadership Challenge to make it available to all employees • Completed ADA transition plan


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• Enhanced collaboration through employee outdoor day and Public Safety team building activities

• Established EOC task force and completed numerous immediate improvements

Goal B: Achieve and maintain financial stability. • Continued growth of City’s reserves and continued fiscal responsibility by

utilizing modern practices in revising sewer, facility rental, recreation, and fire fees/rates; completed water loss audit and collected lost revenue on utility billing; refinanced debt at lower interest rates, saving hundreds of thousands of dollars.

• Adopted financial crisis response plan • Hosted two brokers’ breakfasts to promote economic development and recruited

Krispy Kreme and Old Caz brewery

Goal C: Ensure the effective delivery of public services. • Improved recruitment process and efficiency by task restructuring and creating a

retention bonus for Public Safety • Negotiated extension of garbage franchise agreement • Improved City facilities, including re-roof of PAC and Senior Center; completed

renovations of all City restrooms; installed new Senior Center HVAC system; installed new dispatch center; connected 6250 State Farm Drive building to network; freed up City space by purging 200 boxes; and installed new sound system at Community Center.

• Improved Public Safety Department by implementing recommendations from management review; added a new fire truck and K-9 unit; launched Ready & Resilient program; restructured and added management capacity and stronger support for officers; completed truck academy

• Added code enforcement officers • Enhanced use of software - Reach RP, PAC ticketing, rec program signups, IVR

phone system, traffic management software, and Sharepoint. • Provided first-rate live family entertainment at the Performing Arts Center, which

received numerous awards for outstanding performances • Implemented new programs in records management, community grants, weed

abatement, email security, storm water, hazard mitigation, water loss, swim lessons (Magnolia pool), and community events (Dog Dayz and Halloween Carnival)

Goal D: Continue to develop a vibrant community. • Completed LED lighting retrofit, Keiser Ave rehab, and made numerous other road

and infrastructure improvements • Approved plan and secured entitlements for future downtown – Station Ave.


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• Added to City facilities by installing new playground equipment at Golis and Rainbow parks and “take over” of Twin Creeks Park. Collaborated with the Rotary to create the Peace Garden

• Helped combat homelessness by establishing an agreement with COTS, significantly decreased homeless presence at Senior Center, and reduced trash and increased security along creeks.

• Reduced holiday light installation traffic congestion • Improved employee safety program

Our Best Practices

Goal A: Practice participative leadership at all levels. Within Community

1. Hold two or more public meetings on City issues (such as Town Hall meetings, downtown planning, or General Plan) annually.

2. Conduct annual Community Survey and use the results to inform City decisions. 3. Take leadership roles in regional agencies addressing topics including regional

traffic mitigation, groundwater management, waste and recycling, and homelessness.

4. Participate in Rotary, events with the Chamber of Commerce, and other organizations.

5. Use volunteers including Adopt a Park, Public Safety Aides, Senior Center, Animal Shelter, PAC, Junior Lifeguards, and Leaders in Training at our camps.

6. Provide transparency through frequent communications including the use of City’s website and social media, community newsletter, press releases, weekly columns in the Community Voice, etc.

7. Inform the public about financial realities and choices facing the City and community, and participate in meetings with community groups.

8. Plan for, communicate, and mitigate long-term impacts of major developments. 9. Make short-term decisions with a long term perspective. 10. Build relationships with other organizations to address community needs, such as

other cities, schools, and community-based organizations. Examples include the Rohnert Park Health Center, use of City facilities for the Boys and Girls Club and pre-school programs at Goldridge and Burton.

11. Host annual meetings between Public Safety and our neighborhoods. 12. Host the Public Safety Civilian Academy.

Within City Organization

13. Include staff from all levels and all departments in updating the Strategic Plan.


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14. Support the development of staff through a partnership with the County’s training program.

15. Apply the principles of The Leadership Challenge in managing the organization, and promote its use through trainings and other support.

16. Hold meetings for all staff twice per year. 17. Create staff workgroups to address City-wide issues including our use of software,

emergency management, safety, and compliance with the Americans with Disabilities Act.

GOAL B: Achieve and maintain financial stability. 1. Participate in regional economic development efforts. 2. Participate in business visitation and support efforts. 3. Market Rohnert Park to attract new businesses. 4. Adopt balanced budgets. 5. Update current and future financial condition; prepare cash contingency plans if

necessary. 6. Update and utilize the Capital Improvement Program. 7. Ensure policies, procedures and systems represent best practices in financial

management, such as the use of cost allocation plans and replacement funds for fleet, technology, buildings, Casino, water, sewer, and recycled water.

8. Monitor City’s cash position 9. Establish, document, and train staff on financial policies. 10. Adopt budget principles which:

a. Promote fiscal responsibility and discipline by living within our means b. Are meaningful and easy to understand c. Guide budget decisions d. Monitor expenditures compared to revenues

11. Achieve high rates of cost recovery for Development Services and Community Services through fees paid by those who use their services.

12. Explore revenue opportunities to further strengthen cost recovery for the Sports Center and recreation programs.

13. Develop partnerships to achieve economies of scale through shared services. 14. Monitor contracts to limit their frequency and fiscal impacts of change orders. 15. Continue to seek grant and alternative funding opportunities.

GOAL C: Ensure the effective delivery of public services.

1. Deliver the best services at the lowest possible cost. 2. Assess service delivery options, including comparing providing services directly

versus providing via contractors. 3. Improve accountability and continuous improvement through performance

measurement and managing for results.


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4. Make effective use of information technology to deliver services and communicate with residents.

5. Maintain strong information systems reliability and security. 6. Respond quickly to address graffiti. 7. Continue an active code enforcement program. 8. Document IT systems and practices. 9. Offer streamlined, award-winning review and approval for new development.

GOAL D: Continue to develop a vibrant community. 1. Thoughtfully plan the future of Rohnert Park including new development. 2. Continue to enhance Community Services programs. 3. Support implementation of major planned developments (e.g. Southeast Specific

Plan, University District Specific Plan, Sonoma Mountain Village, Northwest Specific Plan, Central Rohnert Park)

4. Mitigate the impacts of new development on traffic, the environment, and City services, including the Graton Casino.

5. Maintain City design standards for public and private improvements. 6. Mitigate vandalism and other risks to City facilities. 7. Provide zoning flexibility to foster economic development. 8. Implement and monitor the roads and Complete Streets Program. 9. Consider health effects of development decisions - ensure new developments

include access to the SMART train, parks, open space, and/or pedestrian and bicycle facilities.

10. Collaborate with Cotati Rohnert Park Unified School District and Sonoma State University on shared goals, recognizing education supports economic vitality.

11. Support and organize community events, including: o Founders’ Day o Bicycle Rodeo o Special Olympics o Torch Run and Tip a Cop o National Night Out o Farmers Market o Bucket Brigade Blood Drive o Holiday Arts and Crafts Fair o Pumpkin Splash o Coffee with a Cop o Lunch with Elementary Schools o Holiday Toy Drive o Holiday Tree Lighting o Veterans’ Day Celebration o Dog Dayz


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o Holiday Carnival o Senior Summer BBQ o Senior Thanksgiving Dinner o Mike Hauser STEM Academy o Free night of theater at Spreckels

Strategic Plan 2019-2021 Communication and Accountability for the Strategic Plan City of Rohnert Park

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Communication and Accountability for the Strategic Plan Workshop participants briefly discussed ideas about how information about the strategic plan and its progress should be communicated to stakeholders, including reporting mechanisms and frequency. The following ideas were generated.

• Display the graphic images from the Council strategic planning workshop in the library and at City Hall for public viewing

• Post results on the City’s website • Display the City’s vision, mission and values in the Council chambers • Develop an implementation action plan for the goals and strategies that

assigns responsibility and identifies necessary resources and key milestones

• Provide periodic updates to Council on the progress that is being made • Utilize the strategic plan to inform the City’s budget process • Link Council updates and recommendations to the strategic plan • Put the mission statement on Council agendas and reports

Strategic Plan 2019-2021 Bike Rack City of Rohnert Park

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Bike Rack

Bike Rack A “bike rack” was created to capture ideas or suggestions that were not directly related to the immediate discussion. In 2016, at the conclusion of the Council strategic planning workshop, six items listed below were referred to City staff for follow up.

• Gather and present to the City Council additional housing data that show the distribution by housing type

• Validate the median home price data presented in the environmental scan • Convene a strategy session of the City Council to discuss what is desired in

a “downtown” • Discuss extending the Urban Grown Boundary timeline another ten years;

put it back before the public (begin discussion in 2016) • Determine the need for a General Plan update (begin discussion in 2016) • Define “sustainable” development standards for their application in future

development

Strategic Plan 2019-2021 Attachment A – Graphic Representation of Goals and Strategies City of Rohnert Park

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Attachment A – Graphic Representation of Goals and Strategies

Strategic Plan 2019-2021 Attachment B – Glossary of Terms City of Rohnert Park

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Attachment B – Glossary of Terms The following graphic shows the key components of a strategic plan.

A vision sets the focus for the future. It is a statement of where the organization is going.

A mission is a statement of the purpose of the organization. It fundamentally defines what the organization stands for and what it will do.

The values of an organization drive the goals created and the process of implementation. Values provide the basis for how the organization and its members will work to achieve the mission and vision. Examples include professional excellence, innovation, responsiveness, and integrity.

Goals set the framework that guides the direction and focus of the organization, budget decisions and allocation of other resources, such as staff time. They are “up on the balcony” wide views of opportunities for change and improvement and state the desired future. Goals or strategic priorities provide the “why” (larger meaning and context) of the specific actions the agency takes. They help the executive team decide which of the many worthy projects should be done and when, within available resources. Goals must be meaningful and attainable.

Strategies are the means to achieve the goals. They describe an approach or method and begin to answer the question: How will we go about accomplishing the goal? They may include broad areas to pursue, rather than individual projects. To assure that the goal is achieved, later in the process each objective must be assigned to an individual, with resources identified, and incorporated into a work plan.

An action plan is the blueprint for carrying out the strategic plan. It contains the detailed steps that must be taken to assure that the goals and strategies are achieved. Action plans provide a framework for determining specific timelines, assignments, and resource allocations. They are designed to be a management tool to help the organization assure that goals are attained and are well-suited to periodic check-in about progress, changes or challenges.

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